Clark: Don’t recruit your next fleet maintenance manager—grow your own

The future of fleet and maintenance leadership is closer than you think. These managers are the glue that holds your operation together. A great manager can make the difference between retaining skilled technicians and watching them walk out the door.

Fleet and maintenance managers play a pivotal role in keeping operations efficient, compliant, and cost-effective, even as their role evolves rapidly. Beyond overseeing schedules and budgets, today’s managers are navigating a world where technology and AI are transforming maintenance strategies. Predictive analytics, telematics, and AI-driven diagnostics are giving managers unprecedented visibility into fleet health, enabling proactive repairs and reducing downtime. Electrification adds another layer of complexity, requiring some managers to understand battery performance, charging infrastructure, and energy optimization.

These advancements mean managers need to be tech-savvy leaders who can interpret data, leverage automation, and guide teams through change while still maintaining the human connection that keeps technicians engaged and loyal.

The challenge, however, is that the talent pool for these roles is shrinking. Many current managers are nearing retirement, and the industry’s rapid evolution demands forward-thinking leadership. Where will tomorrow’s managers come from?

The answer might be inside your own organization

Your next great leader could already be on your team. The key is to identify, train, and prepare them before the leadership gap becomes a crisis. Unfortunately, too few fleets have a structured plan to develop internal candidates for these critical roles.

Here’s how to start building that pipeline:

1. Define what success looks like

Create a clear, detailed job description that sets expectations and benchmarks internal talent. Include the following:

• Technical knowledge (fleet systems, compliance, safety regulations)
• Leadership and team management skills
• Communication and organizational strengths
• Familiarity with telematics and data analytics tools

2. Spot potential early

Emerging leaders don’t always stand out immediately. Use input from supervisors, performance reviews, and peer feedback to identify traits like accountability, initiative, composure under pressure, and a willingness to learn.

3. Build a development path

Go beyond ad-hoc training. Offer:

• Mentorship: Pair future managers with experienced leaders for real-world guidance.
• Progressive responsibility: Start small, then expand their scope.
• Formal training: Management skills, compliance, budgeting, and people leadership.

A structured path shows employees you’re serious about promoting from within and helps them succeed.

4. Set realistic goals

Give new managers clear, attainable objectives with timelines and metrics. Break big goals into smaller milestones, align expectations with experience, and provide continuous feedback.

5. Create space to learn

Failure is part of growth. Encourage intelligent risk-taking and treat mistakes as learning opportunities. This builds resilience and confidence, the qualities every great manager needs.

Why internal promotions pay off

• Retention: Strong managers keep technicians engaged and loyal.
• Cost savings: Internal promotions reduce recruiting expenses.
• Morale boost: Visible career paths increase motivation.
• Continuity: Internal leaders already know your systems and culture.

If you want to future-proof your fleet and keep your best techs, start by investing in your people. The talent is often already there. You just need to uncover it, develop it, and give it a path to lead.

The industry is changing fast. Make sure your managers and your technicians keep pace. Your next great leader could be the key to retaining the talent that keeps your fleet moving.